SO SR Towards integrated Quality management system Mária Dologová, QM, SO SR, Slovakia Quality Matters in Statistics, Athens, June 2011

SO SR Mária Dologová2 Contents QMS of the SO SR choice, aim implementation; integration of other systems further development

SO SR Mária Dologová3 implementation of internationally acknowledged QMS: Choice of the system to improve continually performance by enhancing customer satisfaction... to improve value of the SO SR to demonstrate ability of the SO SR to provide products that consistently meet requirements (of customers and regulations) Aim QMS according to ISO CAF (some elements), other QMS - choice, aim

SO SR Mária Dologová4 Value creation process flow What do we want to achieve?.... how (ways)?.... with what? P D C A How will we realise it? We are realising it How were we realising it (how did we produce it)? Did we achieve what we wanted? Measures Strategy Tactics, System Resources Production planning Production Monitoring, measurement, analysis Review, evaluation Corrective, preventive action P D C A Improvement P D C A A QMS - implementation

SO SR Mária Dologová5 QMS implementation - achieved status the SO SR has: QMS general defined scope of the QMS, identified, described processes needed for QMS, + process interphases elaborated QMS documentation, incl. control

SO SR Mária Dologová6 Strategy, Tactics, System - Mgnt responsibility determined customer needs & expectations established quality policy, - declaration, development strategy, strategic objectives, quality objectives determined responsibilities, authorities and internal communication channels, top management representative re QMS Resource management determined and provided resources for QMS (HR, infrastructure, work environment, fin. resources)

SO SR Mária Dologová7 Production planning, production planed and developed processes needed for production of stat. products (value-adding, supporting); established plans (marketing, production, PSSS, operation) Determined requirements related to stat. product (req. of customers, - regulations) ensured product design and development ensured that data obtained from data suppliers (and other inputs) conform to specified requirements ensured identification & traceability of the stat. product throughout the production ensured protection of confidential stat. data,...

SO SR Mária Dologová8 Monitoring, measurement, analysis Review, evaluation; Action - Improvement established processes for monitoring and measurement (customer, respondent, employee satisfaction survey, internal audits, monitoring / measurement of processes (KPI, process parameters), - of product characteristics determined means of preventing nonconforming products and eliminating root causes of nonconformity established and applied process for continual improvement of the QMS (using info on QP, QO, satisfaction, audits, monitoring, measurement of process, - product, mgnt review, corr.- preventive actions / measures)

SO SR Mária Dologová9 Management systems and leadership Support processes Institutional environment Production processes User needs Statistical outputs ISO CAF elements Code of Practice EQAF... integration of CoP, EQAF

SO SR Mária Dologová10 ISO 9001+: QMS (scope, process map, documentation) Strategy, tactics, system - Mgnt responsibility Resource mgnt Product realisation (underlying processes,..., requirements,..., confidentiality,...) Measurement, analysis, improvement E-QAF: Documentation Measurement Process description Quality indicators Quality reports Feedb. – customer Evaluation Self-assessments Audits Conformity (Labelling) Certification CoP: Intitutional environment Statistical processes Statistical output

SO SR Mária Dologová11 ISO 9001+: QMS (scope, process map, documentation) Strategy, tactics, system - Mgnt responsibility Resource mgnt Product realisation (underlying processes,..., requirements,..., confidentiality,...) Measurement, analysis, improvement E-QAF: Documentation Measurement Process description Quality indicators Quality reports Feedb. – customer Evaluation Self-assessments Audits Conformity (Labelling) Certification CoP: Intitutional environment Statistical processes Statistical output

SO SR Mária Dologová12 ONE own QMS integrating requirements of all these systems in the way suitable for the SO SR internal synergies

SO SR Mária Dologová13 Customer orientation perception of both external and internal customer implementation of marketing approach (4+1 P) Leadership development of strategic management (implementation via tactical and operational management) communication Involvement of employees enhanced awareness of “internal customer” higher professionalism of relations within institution... QMS benefits for the SO SR

SO SR Mária Dologová14 Process approach perception of the institution as system of processes identified, described processes - unified documentation; the key = specified interphases ( internal customer-supplier relation) measurement of process performance control of outsourced processes Continual improvement systematic use of all sources contributing to continual improvement (from evaluation of Q policy, - objectives, through results of satisfaction surveys, public opinion, internal audits, process measurement,... to evaluation of changes in external environment) improved order in the institution Systemised way of doing things in the institution

SO SR Mária Dologová15 ISO Certificate (2006, 2009, by BVC) positive perception in the state administration (National Quality Programme) Positive assessment in other external audits QMS contributed to meet other audit / missions requirements - improved trust Improved customer, employee satisfaction, public trust,... continual improvement Good basis for effectiveness gains through further development of the QMS

SO SR Mária Dologová16... determined by the SO SR Development Strategy by 2012: Effective internal processes Know customers better, Create value-added products, provide convenient access to products Improve input effectiveness Improve int. effectiveness of processes Systems, knowledge IS/ICT (supporting VAP m:n) Knowledge basis, Culture of the institution Financial resources, Cost management Quality management system Customer satisfaction Products meeting customer requirements, emphasis on Q (stressing facilitation of the right interpretation & convenient access ) Relations, partnerships Vision Mission Values Value of the institution Trustworthiness of products / services Acknowledgement on nat. & internat. level via relevant, mutually harmonised & consistent efficient statistical systems Strategy map of the SO SR (BSC) QMS – further development

SO SR Mária Dologová17 Customer & his satisfaction Customer & his requirements Support - resources Other org. Support - managerial Rep. U Supplier - Adm.S, oth. Methodology Data collection & processing consolidated DB Communicat. with customer Product creation Delivery Dissemin. Supplier – oth. State admin; EU & int. org.; other org. Main focus clear data  information  knowledge facilitating right interpretation easily accessible low burden „1 x and enough“ effective communication consistency integrity

SO SR Mária Dologová18 Leadership & Involvement of people (change of mental model)... Process approach - performance measurement - optimisation of processes  effective allocation of resources... focus on QMS principles:... QMS enhancement by key tools for effectiveness improvement: Value based management Cost management Standardise, optimise/redesign processes Reallocate resources

SO SR Mária Dologová19 Implementation through strategic action programmes: Optimisation of process interfaces restructuring of value-added process (production of stat. products); implementation of new structures Implementation of cost management completion of transaction info systems... establishment of MIS Quality of individual statistics further integration of EQAF

SO SR Mária Dologová20 Change of mental model Thank you for your attention

SO SR Mária Dologová21 Annex: QMS SO SR background

SO SR Mária Dologová22 long-term view, leadership customer orientation + ability to provide value to customers (+ other stakeholders) process approach, minimisation of activities not adding value continual improvement institution-wide QMS implementation of an institution-wide QMS based on: Demanding environment of the SO SR (high requirements – incl. Q; limited resources) required change, i.e.:

SO SR Mária Dologová23 Strategic decision to implement an internat. recognised QMS Choices: Basic system Advanced systems: ISO 9001 EFQM, CAF, etc. QMS according to ISO CAF (some elements), + other systems

SO SR Mária Dologová24 Annex: QMS SO SR key players, CSF, barriers

SO SR Mária Dologová25 QMS key players Quality Board (top management + selected PO) Quality Manager (top mgnt representative), system issues Process owners (prevailing top mgnt members) Process operators (employees involved in the process) QMS consultant - EOQ Quality Systems Manager, - EOQ Mgnt System Senior Consultant

SO SR Mária Dologová26 QMS implementation - CSF Head of the office + members of top management commitment to QMS, full support explicitly communicated (especially in critical situations) Management (generally), staff ability and willingness to change the way of thinking understanding that there is no improvement without effort Experienced consultant experienced in QMS implementation in “soft” organisations stressing improvement (not documentation)

SO SR Mária Dologová27 QMS implementation - barriers Management some of them may perceive managerial work as „burden“ (they may be overwhelmed with daily problems and expert work) Culture of the office my statistics = my castle internal customer relations = too friendly „not invented here“ approach myths (QMS is for commercial production companies, not for us – statistics is unique; it is about paper work,...)

SO SR Mária Dologová28 Annex: QMS SO SR documentation architecture

SO SR Mária Dologová29 Basic QMS SO SR documentation architecture Strategic documents: development strategy / strategic statements, Q policy, - declaration, strategic objectives / Q objectives, Q manual Documented procedures required by ISO standard (control of documents, - of records, - of non-conforming product, internal audits, corrective / preventive actions) Documents needed to ensure effective planning, operation and control of processes (policies, conceptions, plans …, code of ethics,... internal legislation (directives re processes, …), instructions, external legislation + binding documents) Records: mgnt review (annual evaluation of QMS), other (needed as evidence)

SO SR Mária Dologová30 Annex: ISO and EQAF relationship

SO SR Mária Dologová31 EQAF = suitable tool also for the implementation of other than CoP based QMS QMS documentation strategic docum. (incl. QM) documented procedures(ISO) process descriptions other planning documents, instructions,... records Measurem./analysis/improv. performance indicators other process parameters customer,... satisf. surveys internal audits, self-assesm. external audits (audit like) mgnt review ISO (SO SR) Q indicators Q reportsUser feedbackProcess descriptionSelf-assessmentAudits EQAF

SO SR Mária Dologová32 Annex: Value-based mgnt - cost mgnt - benefit -

SO SR Mária Dologová33 VBM - CM improvement of system effectiveness through: analysis of value creation for customer vs cost consumption Process flow (through activities) Value adding Cost consumption 123n. Focus on value creation on the 1st run Consequence for managers: - Keep, develop useful (VA) performance - Optimise non-value-adding but necessary performance - Eliminate unplanned performance (unnecessary, erroneous)